Report: Human Capital Management Strategies for Deloitte Australia

This report examines human capital management practices within Deloitte Australia, focusing on attracting and retaining talented employees. It delves into the significance of work culture and content over salary and advancement opportunities, emphasizing the role of positive employer brand emotion. The report explores strategies for attracting knowledge-based employees, discusses managerial implications, and analyzes factors influencing Generation Y employees' career choices and commitment. Drawing on research and case studies, the report highlights the importance of creating a motivational work environment, providing opportunities for skill development, and addressing employee concerns to foster organizational commitment. It concludes with recommendations for HR managers in the tourism sector to attract and retain employees, considering factors like job security, work environment, and the impact of socio-economic conditions. The report emphasizes the need for organizations to adapt to changing employee expectations and create a supportive and engaging workplace to gain a competitive advantage.

Running head: MANAGING HUMAN CAPITAL
MANAGING HUMAN CAPITAL
Name of the Student
Name of the University
Author Note:

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Table of Contents
Introduction......................................................................................................................................2
Discussion........................................................................................................................................2
Q1....................................................................................................................................................2
Q2....................................................................................................................................................4
Q3....................................................................................................................................................5
Conclusion.......................................................................................................................................7
References........................................................................................................................................8

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Introduction
Human capital management can be stated as the collection of different practices in
organization like management, development, recruiting and optimizing employees. It merely
helps in maximization of business value. This can be stated as the effective acquisition,
employment of organization employees by making use of both strategical and tactical practices.
It ultimately helps in enhancing the overall economic value. Attracting knowledge workers is
considered to be a critical factor for Deloitte Australia (Minchin and Alpert 2017). For
succeeding in war for talent most of the organization understand the need of brand like employer
choice. Deloitte Australia needs to understand the point that being the first choice stand out to be
valuable for organization (Shedden et al. 2016). It helps in remaining competitive and attracting
some of the potential customers.
In the coming pages of the report a discussion has been carried out why work culture and
content are important in comparison to salary. The next section deals with an approach regarding
attracting talent and knowledge-based employees. The last part deals with managerial
implication section and how organization can get benefit from study.
Discussion
Q1
Rampl (2014) highlights the point that first choice brand (FCB) comes up with huge
number of favorable outcomes. A strong brand connection ultimately leads to brand preference
which is difficult for competitors to imitate. The point should be noted that there are many
benefits associated with FCB. The article highlights that both work content and culture stand out

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to be important drivers for being the first-choice brand. There is no supporter for founding the
effect of salary, development opportunities and location of firm. One group of employer brand
focused that there is certain situation for making a choice regarding employer. So, as a result,
this has become important for first choice brand regarding the job attributes inclusive of salary,
development opportunities, location and work content. In the banking sector, development
opportunities, location and work self-stand out to be important factor predictor of employer
brand attractiveness. In the army, various aspects like military, task diversity, team activities
stand out to be best for employer brand attractiveness. The point should be noted that in both
cases neither salary and other benefits play a role in attracting employer brand.
There is some practical implication given to employer band manager which rises from
findings. It focuses on work content and culture of employer brand that affects employer of FCB.
This is due to the fact it can boost employer brand emotion. It aims to follow certain number of
positive perceptions related to both work content and culture (Rampl 2014). This is due to
identified impact on employer brand emotion which are not up to mark for selection. In case of
establishing employee first choice brand, emotion stand out to be an important factor. Employer
brand management should enhance employer brand emotion so that required outcomes can be
achieved.
Positive employee brand emotion is considered to be an important factor in organization
for becoming a first-choice brand for majority of job applicants. It is due to the fact that emotion
is considered to be as one of the critical factors. Employer brand management needs to increase
employee brand emotion so that desired outcomes can be achieved. The outcome aims to have
direct implications in terms of practical. Personal experiences within the employer brand is not
gained through work experience and internship (Rampl 2014). It is also gained through

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workshops other kind of marketing events. It stands out to be a useful tool for creating employer
brand emotion. The outputs are completely in line with research and personal experience for
consumer branding which has emotional responses. If work tasks are not that much changed then
the organization can easily come up with job rotation plan which ultimately create interests. If
anyhow there is a negative work culture, then the employer needs to be interviewed for
identifying major reasons behind it. This ultimately results in creation of solution which result
much more positive conditions.
Q2
The point should be noted that an organization is considered good like its people and
talented employees stand out to be driving force behind organization success. An organization
comes up with abilities to attract and have knowledge workers. So, as a result, this stands out to
be critical component in analyzing success in both present and future. Employer choice of
branding can be defined as the method of identification and creation of organization brand
message. Employee branding needs the application of certain principles of marketing for
organization recruitment and its strategy for retention (Sutherland, Torricelli and Karg 2002). A
brand name is considered as a seller promise for delivering a collection of features and service to
buyers. Corporate branding stands out to be a bit complex in comparison to product or service
branding. Managing perception of stakeholder and communication of brand image needs the
longest term. This stand out to be a more holistic approach by which organization can
communicate with stakeholders.
An employer of choice is an organization which aims in attracting some of the talented
aspirants for its reputation and brand message of employer. Employer branding focus on

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communicating which images present employees (Sutherland, Torricelli and Karg 2002). A
motivational work environment can be stated as a best for attracting employees. The point should
be considered that motivating employees stand out to be bit challenging at work. Both supervisor
and manager work in a particular environment which aims in employee satisfaction for business
strategy. Both of them aim to recognize the best employee that they offer. On the contrary, they
recognize themselves for their work so that they can develop motivation (Sutherland, Torricelli
and Karg 2002). Most of supportive workplaces aims to provide daily issues and often appear to
work under cross purpose with goals. It provides the effort for encouraging the employee
motivation.
There is need for providing opportunities for employees so that they can developing skills
and abilities. Employees wants to upgrade their both skills and knowledge. Staff should be
allowed for attending meetings and meetings which have cross-functional areas. Employees
receive a lot of motivation from work. Employee receive independence in terms of decision
making and how the work accomplishes some work and job. There is a need for providing much
more authority to employee so that they can self-manage and make up decisions. By making use
of clear and framework for PDP and ongoing effective communication (Sutherland, Torricelli
and Karg 2002). There is need for addressing employee concern and complaints prior to
dysfunctional of workplace. All the complaints of employee should be listening and they should
be informed regarding addressing the complaint. These stand out to be critical for creating a
motivational working environment. Even if all the complaints are not resolved for employee
satisfaction, all the complaint should be addressed and feedback should be given (Sutherland,
Torricelli and Karg 2002). There is a need for proper resolution regarding the complaint of

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employee which is appreciated. Giving value to employee performance stand out to be high on
the list of employees need for motivation.
Q3
The overall development of tourism industry in some of the popular destinations in the
world which creates tremendous shortage in labor market. Organization which aim in recruiting
and retaining motivated people does not only help in doing the things right but can also help in
gaining competitive advantage on some of the industry rivals (Wong, Wan and Gao 2017). Some
of the firms and government agencies are completely bewildered with respect to human resource
policies. It has been mainly designed for protecting the workforce. A conceptual framework has
been developed for employee motivation. People job motivation works like a hierarchy of
criteria which needs to be fulfilled. Human resource manager can easily learn from the study and
be able to align with the criteria of recruitment. Managers can easily have the benefit by
retaining the staff members by offering them adequate emotional and technical support.
International ventures need to put much more effort into the learning need of some local workers.
It should come up with human resource policies for incorporating needs (Wong, Wan and Gao
2017). It merely indicates the people should come up with preference for these organization as a
result of international presence.
Hospitality sector needs to find a person which can easily fit into employee commitment
outcomes. The point should be noted that financial compensation can easily attract a large
number of applicants who would not be loyal. The firm needs to invest in order to nurture the
organizational commitment through friendly and caring environment (Wong, Wan and Gao
2017). It is flexible to empower employees and sets up a clear path and training programs which

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will help them in growth and development. In some cases, employee quit their career in tourism
sector not just because of salary but also due to flexibility, job security and work environment.
Most of the informants come up with desire to work for government as a result of job
pressure from operational position in this domain. Some of the aspects like late-night shifts and
working during holidays in tourism industry. Late-night shift and working during holiday are
considered to be important aspects of the industry. Most of informants in the present study
highlights the present study which is expressed over working condition. In order to win the
battle, tourism sector does not only compensate the employee with high wages but also keep the
employees loyal for interval of time (Wong, Wan and Gao 2017). HR managers need to be bit
aware of impact of social-economic conditions as per the employee need. Various tactics and
measures can be applied for attracting and retaining employees on the basis of time. At the time
of economic recession organization may promote the ability to provide job applicants and
employees for attracting and retaining them.
Conclusion
From the above pages it can be concluded that this report is all about managing human
capital in Deloitte Australia. In the report, a list of argument has been provided regarding best
practices for sourcing talented employees which are applied to Deloitte Australia. In the first
question, a discussion has been provided regarding work content and work culture which is much
more important in comparison to salary, advancement opportunity and attracting job applicants.
The question also discusses regarding positive employer brand emotion which is seen important
factor for organization. The second question discusses regarding the approach which is needed
for attracting talent-based employees. The last section of report discusses about manager

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implication and how the organization can get benefit from the study in tourism sector. The report
highlights Generation Y employee career choice and selection criteria for understanding each of
the criteria. In addition, the paper highlights vital organization aspects needed by an employer. It
also focuses on communication channels signal where these attributes aim to knowledge worker.

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